Organizational Change and Development, 1/e.

Format:

Book

Author/Creator:

Kumkum, Mukherjee.

Mukherjee Kumkum

Series:

Always learning.

Always learning

Language:

English

Subjects (All):

Organizational change.

Industrial management.

Physical Description:

1 online resource (217 pages)

Edition:

1st ed.

Place of Publication:

Noida : Pearson India, 2015.

Summary:

The area of organizational development and change has undergone rapid changes over the last few years, both locally and in the global arena. Organizational Change and Development has tried to encapsulate and present the important concepts and practices that have emerged in the recent times. Indian case studies and examples have been incorporated to enable students to understand, appreciate and relate to the theories stated in the book. In addition to discussing in detail the primary forces of change, specific steps of organizational development and intervention strategies have also been elaborately dealt with.

Contents:

Cover

Copyright

Dedication

Contents

Preface

Acknowledgement

About the Author

Part 1 Organizational Change

Chapter 1 Understanding Organizations

Opening Case: What a Day!

LEARNING OBJECTIVES

NATURE OF ORGANIZATIONS

Definition of Organization

Concept Check

Importance of Organizations Today

Interactive Exercise

Organizations as Systems

Organizational Configuration

Dimensions of an Organization

Types of organization

Organizational Typology

Organizational Goals

Importance of Organizational Goals

Organizational Strategies and Design

Emerging Organizational Designs

Glossary

Questions

References

Case Study: Blooming on the Offshore

Chapter 2 Organizational Effectivenessand Change

Opening Case: The Changing Time

Organizational Effectiveness

Rational Goals Model

Open Systems Model

Internal Process Model

Human Relations Model

Competing Value Model

Need for change

Nature of Organizational Change

Forces for Change

External Forces for Change

Internal Forces for Change

Types of Change

Theories of Planned Change

Lewin's Force Field Analysis

Lewin's Three-Step Model of Change

Resistance to Change

Individual Resistance

Organizational Resistance

Managing Resistance to Change

Behavio ural Reactions to Change

Case Study: Logicom Corporation

Chapter 3 Organizational Culture and Climate

Opening Case: Identical Across the World

What Is Organizational Culture?

Levels of Organizational Culture

Organizational Culture: Uniform or Pocketsof Different Cultures

Weak vs Strong Organizational Culture.

Role of Organizational Culture

Types of Organizational Culture

How Does Organizational Culture Start?

The Stages of Organizational Culture

How does organizational culture get transmitted?

Sustaining Organizational Culture

When organizational culture becomes a liability?

Changing Organizational Culture

Changing Workforce

Organizational Climate

Organizational Culture vs National Culture

Case Study: On Your Face

Chapter 4 Conflict and Negotiation in Organization

Opening Case: Life is Like That

What is a conflict?

Intra-individual Conflict

Role Conflict

Interpersonal Conflict

Functional and Dysfunctional Conflict

Interpersonal Conflict Process

Causes of Conflict

Organizational Factors

Perceptual Factors

Manager's Essence: Fight Between Accounts Department and Faculty Coordinator

Consequences of Dysfunctional Conflict within an Organization

Outcomes of Conflict

Management of Conflicts

Manager's Essence: Collaboration Between Two Sworn-in Enemies

Negotiation

Effect of Culture on Negotiation Process

Exercise: What is Your Style

Case Study: War at Work

Chapter 5 Management of Group Processes

Definition of Groups

Reasons for Joining a Group

Types of Groups

How Are Groups Formed?

Teams and Groups

Real World Focus: Senior vs. Junior Managers in a Large PSU

Team Effectiveness Model

Organizational and Team Environment

Team Design

Team Building

Outbound Experiential Learning

Group Decision Making

Techniques for Improving Group Decision Making

Case Study: The Team Building Effort of the New Director.

Chapter 6 Leadership and Change

Opening Case: Two Men in the Early Morning

Leadership

Critical Exercise

Leadership and Change

Manager's Essence: Organizational Insight

Leaders vs Managers: Some Fundamental Differences

Theories of Leadership

Traits Theory

Behaviouristic Theory

Leader-Member Exchange (LMX) Model

Contingency Theories

Likert 's Four Styles of Management

The Path-Goal Theory

Manager's Essence: How to Deal with Them?

Transformational Leadership

Summary

Students' Activity: Identify Great Leaders

Case study: The New MD at Indian Metallurgical

Chapter 7 Power and Politics

Opening Case: Invisible Strings

What is power?

Power Dynamics

Power and Dependency

Power and Counter-power

Source of Power

Interpersonal Power

Structural Power

Effective Use of Power: Various Influence Strategies

Managers' Issue: Mismatch Between Exertion of Power and Its After Effect

Probable Effects of Power

Manager's Essence: Misjudgement About the Power Balance

Organizational Politics

Individual Factors

Case Study: At Daggers' End!

Chapter 8 Process of Employee Empowerment

Opening Case: The Valour of Employees that Saved Lives on a Day of Carnage

What Is Empowerment?

Definition of Employee Empowerment

Characteristics of Employee Empowerment

Manager's Essence: Red Rickshaw Revolution

Process of Employee Empowerment

Characteristics of Empowered Organizations

Benefits of Empowerment

Problems of Employee Empowerment

Steps of Empowerment.

Empowerment and Organization Development

Case Study: 'Whose Job Is It Anyway?'

Chapter 9 Management of Diversity Including Gender Issues and Cross-cultural Dynamics

Opening Case: Surviving in a Melting Pot of Culture

Definition of Diversity

Primary vs Secondary Dimensions of Diversity

Prejudices and Stereotypes

Assimilation vs Valuing Diversity

Managing Diversity

Diversity Programmes

Diversity Awareness Training

Case Study: Reaching to the Top Through Leveraging Diversity

Chapter 10 Organizational Change

Forces RESPONSIBLE for Change

External Forces Responsible for Change

Different Models for Understan ding Change

Lewin's Three Step Model of Change

McKinsey 7-S Model

Burke-Litwin Causal Model

Nadler and Tashman Organizational Congruence Model

Behavioural Reactions to Change

Manager's Essence: Initiating Changes in Tata Motors

Case Study: Change Effort in a Nationalized Bank

Part 2 Organizational Development

Chapter 11 Organization Development

Opening Case: Strategic Rethinking at TCS

Introduction

Why Organization Development?

Definition of Organization Development

Characteristics of OD

Who Does OD?

History of OD as a Discipline

First Generation of OD

Second Generation of OD

Third Generation of OD

OD in India

Interactive Exercise.

Seven Stages of OD Cycle

Case Study: JPT-Where Things Do Not Change

Chapter 12 Agents for Organization Development

Opening Case: Change of Guards at Tata Sons

Change Agents: Who will take the cudgel?

Role of Change Agents in an Organization

Who practices OD?

OD Specialists and Practitioners

Internal Change Agents

Skills and Competencies Required for Effective Change Agents

Values and Ethics of OD Consultants

Case Study: Bringing in a Gradual Change

Chapter 13 Organization Development and Its Steps

Opening Case: An OD Intervention Effort

Diagnosing the Organization

Weisbord's Six-box Model

Manager's Essence: Slow but Steady

The Different Phases of OD Programme

REFERENCE

Case Study: Shift in Business at United Engineers

Chapter 14 Different OD Intervention Strategies

Opening Case: Wesman Group of Industries

Action Research and Organizational Development Intervention Strategies

What Is an OD Intervention?

Characteristics of OD Interventions

Implementing OD Interventions

Evaluating OD Interventions

Categories of OD Intervention Strategies

Brief Overview of Different OD Interventions

Life and Career Planning

Mentoring, Coaching and Counselling

Education and Training

T-Group

Process Consultation

Intergroup Team Building

Organization Mirror Intervention

Force Field Analysis

Survey Feedback

Third-party Intervention

Managerial Grid

Appreciative Inquiry

Search Conference

Confrontation Meeting

Case Study: The Battleground

Untitled.

Notes:

Description based on publisher supplied metadata and other sources.

ISBN:

93-325-5911-2

OCLC:

1024259341